Read on to see what this alumni had to say. (more…)
“In many ways, reparation is needed to even that playing field. But when will we get to the point where we can simply say that we’re all on a level playing field? That’s when we can all bring equality into the equation.
However, we’re nowhere near that. And so at this moment, we have to engage in a conversation about equity. And until these systems of oppression are completely dismantled, we cannot have a conversation about equality because it doesn’t exist.”
Equity is not just a trendy topic that has caught fire in recent years. It’s a mainstay in the people operations field because it’s crucial for creating fair, safe workspaces that give everyone equal access to upward mobility.
Last week, we partnered with ThinkHuman and 15Five to host a webinar with five of the brightest minds in people operations, Francesca Walker, Jennie Yang, Kavita Vora, Shaan Hathiramani, and Hakemia Jackson to discuss employee lifecycle equitability.
Read on to learn about the key takeaways from the webinar.
What Is an Equitable Employee Lifecycle and Why Is it Crucial for the Modern Workforce?
An equitable employee lifecycle is a framework for creating as much fairness and inclusion as possible in a corporate workforce. Equitable employee lifecycles create psychological safety for their employees, especially ones from marginalized groups, so they can be their authentic selves to work without fear of judgement or punishment.
Equitable employee lifecycles also create a more fair and objective system for career development, which gives employees the hope and optimism that they can excel in their careers, regardless of their background.
Make Sure You Stay Aligned With Your Values
After you design an equitable employee lifecycle for your company, you need to ensure that you actually practice what you preach. And according to Francesca Walker, the Assistant Director of Student Experience at New York University, one of the best ways to stay aligned with your values is to make sure that you don’t recreate the trauma that your employees have experienced at past workplaces.
“If my team is comfortable sharing the ways that they might have experienced harm in other organizations, then I need to ask how can I ensure that I am not reproducing that harm. I think that there’s two things to that. One, it acknowledges that harm has and continues to be done. And two, there’s a commitment to action.”
She went on to say, “Of course, that’s not to say that I’m not going to make mistakes. I’m human. But what we’re doing there is we are opening the conversation to get feedback from the people that we are supporting and constantly holding ourselves accountable to what we say we value. And that puts you in a place of being proactive rather than reactive to what may potentially happen down the line.”
For Jennie Yang, the Vice President of People & Culture at 15Five, setting the tone that you want to hear everyone’s voice at each meeting is also an effective way to stay aligned with your values. It creates a safe space.
“As a leader, I cultivate psychological safety on my teams at the beginning of our meetings, especially if it’s a brainstorming meeting or a post-mortem. This sets the intention that I want to hear everyone’s voices. I want to hear your opinion, your experience, and create an inclusive environment.”
Jenny added, “Because as we all know, there are going to be colleagues who are louder than others. So I think it’s also a matter of saying, ‘Hey, I want to hear from you’, but not necessarily doing it in a way that calls someone out for not talking. It’s more of an invitation than anything.”
To Hakemia Jackson, asking your employees who identify with marginalized groups about how you can help them reflect and heal the wounds that social injustice has inflicted on them is another way to stay aligned with your values.
“I know that a lot of institutions, especially higher education institutions, had calls for employees to take a day off to reflect, heal, and deal with the challenges of what’s going on in our society right now. The challenge there is when you have employees who are already overworked, even the idea of taking a day off to heal actually feels unattainable.”
So in this particular moment, Hakemia suggested that what we should be doing is looking to our colleagues who identify with the Asian-American community and, “Ask them, ‘What can I take off of your plate right? And yes, you can actually have this time to heal.’ Those are the kinds of questions that we want to be asking from a place of genuinity so we can embody our values.”
How to Get the Majority to Commit to Equitable Employee Lifecycles
At first glance, it might seem like getting the majority to commit to equitable employee lifecycles might be a tall order. But according to Kavita Vora, the former Chief People Officer at Splice, Jopwell, and MakerBot, creating a safe space for them to discuss diversity and inclusion can clear a path towards greater understanding.
“The majority needs psychological safety too. That’s why it’s important to create a space where we can provide them with feedback on how they are doing along the continuum of understanding cultural mindsets and how they can progress further along that continuum. Something that we did in my last company is ask the board and the executive team to take a self-assessment called the IDI continuum, where you can assess how you view yourself and people who are different from you.”
Through that, Kavita revealed, “We were able to see where we are and where we think we are. And newsflash, everyone thought they were further along than they actually were, including me. So we all learned that we have work to do and have blind spots and areas to focus on.”
In addition to creating a safe space to talk about diversity and inclusion, Hakemia Jackson recommends being human and realizing that everyone makes mistakes and is capable of change. This not only helps you bring the majority guard’s down but also makes them more receptive to your diversity and inclusion efforts.
“You have to understand that mistakes and missteps happen and you’re not at a point of no return when it happens. You can repair harm. I don’t think that people hear this enough. You actually have the ability to repair harm that you’ve done.”
3 Actions Organizations Take Right Now
In order to create as much equity as possible in the workforce, there are three actions that organizations can make today: Invest in coaching, add a bias checker to the compensation and promotion process, and fully commit to employee equitability. Here are three final actionable takeaways from this panel:
“Get coaching. If you need to tap into third-party organizations, do it. Whatever you do, you have to make sure that you’re committed to equitability and viewing it as a value add instead of a cost on your balance sheet.” –Hakemia Jackson
“Add a bias checker to the compensation and promotion process. That’s a big trend I’m seeing. So whether it’s somebody at your company or a neutral third party that trains managers on different types of bias, you need to have somebody who can call out bias if they think they are seeing it. It’ll make a huge difference in the compensation and promotion process and make employees feel that it’s more transparent and fair.” – Kavita Vora
“There are no half measures in this type of work. If your company supports initiatives that make you feel like you’re comfortable bringing your authentic self to work, but you do a sales call and your manager tells you to speak with more polish or professionalism, then that dissonance means that no matter how many resources that you’ve poured into employee equitability, there’s still more work to do.”
Shaan went on to suggest that:
“Viewing this work as a value as opposed to something that needs to be optimized and can hit a number will help many folks realize that they are part of a system that has centuries of compounding privilege in the workplace. This is full court press kind of work. Because even if there is a hint of that dissonance I mentioned above, then all the energy put into your initiatives is for not.” – Shaan Hathiramani, CEO of Flockjay
Want to learn more? To further digest this valuable information, watch the full webinar.
Partner with Flockjay to Diversify & Strengthen Your Team
Flockjay reps already love to sell. They are trained by the best, onboard faster, perform better, and stay longer. Interested in diversifying your sales team with pre-trained talent?
“We believe diversity and equity matter everywhere, not just for ourselves but in the companies we work for, lead, and invest in.” —Shaan Hatharamani, Flockjay Founder & CEO
Sales roles have the power to catapult coachable folks into a life-changing, lasting career in tech. We know this at Flockjay because our diverse graduates have proven it to us. Traits like grit, curiosity, and a growth mindset can be some of the greatest indicators of success for sales candidates. None of those things have to do with a fancy piece of paper or pile of college debt.
Sales is an onramp with limitless potential for anyone who wants to build a career in our industry, regardless of a lack of “traditional” experience. So, why does this onramp seem so hidden? Why are there so many secret rules baked into breaking in the tech industry?
To explore questions like this and discuss effective solutions, we gathered the following tech leaders and hosted a panel discussion on Building Diversity Through Sales Roles:
- Ebony Beckwith | CEO at Salesforce Foundation, Chief Philanthropy Officer at Salesforce
- Frederik Groce | Co-founder at BLCK VC, Principal at Storm Ventures
- Jacob Mullins | Founding Member at LatinxVC, Partner at Shasta Ventures
- Kelly Schuur | Head of Sales Training at Flockjay
- Shaan Hatharamani | Founder & CEO at Flockjay
Each of our panelists brought incredible heart and perspectives to this energizing discussion. It’s time to rethink our approach to recruiting and referrals, reassess diversity data, and focus on attributes like coachability to get the right candidates in the door. It won’t be easy, but it’s vital to increase the accessibility of sales roles and strengthen the future of our global industry.
As Ebony put it, “Have the courage to make suggestions, push back, have tough discussions, and really become comfortable being uncomfortable.”
The panel made one thing clear: Driving the needle forward on building diversity is going to take all of us, and it starts today with these actionable tips.
Miss this discussion in real-time? Watch here.
1. Hiring Managers Need to Take on More Responsibility
In the words of Kelly, Head of Sales Training at Flockjay, who excels at keeping it real:
“Hiring managers need to take on more responsibility. We are quickly coming to a time when, if you’re a hiring manager and you don’t have a pretty diverse team, that is not going to be a great look for you.”
If your team isn’t diverse, pointing the finger at your recruiting team isn’t going to fix the problem. Dishing out blame isn’t effective. All stakeholders have to work together to build diversity that lasts and allows your business to operate more effectively. If you’re a hiring manager growing your sales team and focusing on DEI, lean into discomfort. Make it your responsibility to become and act as a partner with the recruiting team.
Frederik, Co-founder at BLCK VC, said:
“In the hiring process, you should feel uncomfortable. Because if you don’t feel uncomfortable, that means you’re falling back onto what you’ve done already, the things you’ve been anchoring to. And this has to feel different. You should have a pit in your stomach. Lean into that discomfort, that is okay. That is how we drive change.”
2. Understand That Your Customers are Increasingly Diverse
This might feel like a no-brainer, but it’s an important takeaway. Because your customers are diverse. You’re competing in a global market. Diverse sales teams can better support a diverse customer base.
After all, sales teams are the front lines with your customers and represent the face of your company. What face do you want to show the world? What will your increasingly diverse customers see? Hire wisely when growing your sales team. In Kelly’s words:
“The reality of it is most of us are building products for a diverse set of consumers, and so how do you expect to build and sell and do all the things necessary to be successful without inviting in all these different perspectives to the conversation?”
Our founder Shaan echoed this:
“It’s not just about providing pathways into sales organizations. It is rooting future leaders at companies, so that, when you’re making decisions with your technology that impacts millions of users, you have a different perspective in the room that actually can move the needle and create a better economic outcome.”
He added, “Sales teams are the front lines with your customers, that’s where you’re getting the feedback loop on your product and what you’re building. If you aren’t reflecting that diversity of customer base that’s growing with your sales team, then you have lost the most fundamental opportunity to improve what you’re doing as a product.”
3. Expand Beyond the Traditional Employee Referral Cycle
Take a moment to stop and think about your current sourcing process. If you operate like most companies, your sourcing process is largely made up of employee referrals. And, when it comes to who our employees refer, it’s largely people from their network – which tends to be largely homogenous. Put simply, employee referrals disproportionately benefit white men.
Jacob, Founding Member at LatinxVC and Partner at Shasta Ventures, mentioned that while familiar tech recruiting processes can be effective, they’re “absolutely a double-edged sword.” Why? Because, well, you’ll get more of the same.
Jacob said, “As companies grow past the founding group, we need to be opening up networks drastically, and part of that is structure.”
Unsure where to begin? You’re not alone. We all have to start somewhere. At Flockjay, we don’t want our referral program to be the enemy of diversity, equity, and inclusion. Because of this, we openly share this important data to consider with all referring employees prior to submitting:
- Referral programs disproportionately benefited white men ⮕ white women were 12% less likely to receive a referral, men of color were 26% less likely and women of color were 35% less likely
- Referrals from a close friend/family member were most common, but had lowest level of engagement outcomes
- Targeted referrals (such as cold messaging someone at target company) were least common, but had highest level of engagement outcomes
At Flockjay, as we look to grow our team, we know that our networks are an important source of referrals. But we also know we need to look beyond our networks. And, the data shows that when we do, we see high levels of engagement with these candidates.
Jacob added a proactive example of expanding beyond your traditional network: discouraging warm intros. In his own experience he has found that “When everyone fills out the same standardized information and it’s sent and filtered through recruiters who are external to the first round, they can bring together the best candidates for that role from a larger pool.”
For recruiters and hiring managers looking to balance out the employee referral cycle, restructure incentives to minimize systemic bias. Consider throwing out traditional network-based hiring processes and replacing them with employee referral programs that lead to a diverse slate of candidates. Encourage your employees to engage with your job postings and share them with underserved groups and networks.
Want to diversify your sales talent pool with elite SDRs? Hire with Flockjay
Fun Fact: When an employee referral joins our team at Flockjay and hits their 90-day anniversary, the first reward the referring employee receives is a $250 donation Flockjay will make in their name to a non-profit organization of their choice. To me, that carries more impact, because it reinforces company alignment to our mission and speaks to our greater purpose.
4. Drop Secret Barriers to Entry with Increased Transparency
As the old adage goes, “Secrets, secrets, are no fun, secrets, secrets, hurt someone!” And in this case, the “secret rules” that have long been implied in tech hiring are actually hurting your company, in addition to the candidates you’re leaving out.
Kelly, our Head of Sales Training, brought up a couple common “secret rules,” like only considering candidates with 1-page resumes and active LinkedIn profiles. Many companies employ these secret rules without really questioning why, but Kelly urges you to start assessing your own barriers for hires today.
As we move forward, the onus to break these barriers down does not fall on one team, it requires collective acknowledgment. It is the companies’ responsibility to demystify the process and make sales more accessible, and it starts with removing barriers to entry for candidates.
5. Align Attributes with Sales Success (a College Degree Doesn’t = Grit)
Piggybacking off the last tip, one of the most critical barriers that need to be reassessed is requiring a college degree for an entry-level sales role. In reality, a fancy degree doesn’t actually tell you much about a person’s ability to find success in a sales role, but it does tell you they had access to opportunities.
So really think about it, hiring managers: What skills are you looking for that you’re using a 4-year degree as a proxy for? Reevaluate requirements to focus on attributes.
Sales is teachable, and traditionally diverse candidates do well in sales because they possess several of the inherent skills and attributes that align with that success. Hire based on traits we know are predictors for being a top sales rep: grit, hustle, strong communication, tenacity, emotional intelligence (EQ), perseverance, curiosity, optimism, gratitude, and self-control.
Jacob nodded to the importance of grit and brought up an excellent point about some of the best CROs he knows being immigrants. He said:
“They [immigrants] have found tremendous success in leveraging the multi-faceted skillset that it takes to be an outsider in the United States in order to build social connections, networks, and be able to exert influence to an outcome. And it’s a tremendously difficult, high EQ skill that I think a lot of people don’t even notice for people that aren’t from the U.S., or look different than what we think a person from the U.S. looks like.”
The most impactful thing you can do is hire diverse coachable individuals with a growth mindset. There are so many diverse candidates who have the potential to excel in sales roles but don’t even realize it yet due to misconceptions about the profession. None of this can happen without aligning stakeholders on hiring from the top down. It’s our job to push management teams to lean in more aggressively and understand it will take all of us to effect changes.
“I encourage everyone to take an honest inventory of all of our blind spots and be flexible enough to be willing to try new solutions. Have that courage to make suggestions, to push back, have tough discussions, and really become comfortable being uncomfortable.”
6. Build Support Systems from Within to Retain Diverse Sales Hires
Building lasting diversity in tech doesn’t stop with the hiring process. If you’re looking around the room at a sales team with a diversity of talents, backgrounds, and ethnicities, that’s one piece of the puzzle. But if you want those people to stay with your company and reduce common turnover, building support systems from within to nurture lasting inclusion is essential. Sales is a highly consultative role focused on supporting and guiding customers. And without support, sales can be a lonely place. Ebony said:
“Sales is like a game of tag, even though you’re on a team of people who are supposed to be friendly, it’s still a competition. And this can make people feel even more lonely sometimes in their roles.”
So how can we start improving the support we provide today? Kelly said:
“People think it’s so much more complex than it is, but check on your team. A ‘hey how are you doing? or’ I know you’re part of this community that was really affected by police brutality, are you ok?’ or ‘Can I support you right now?’ goes a long way. Asking questions, being human, getting more resources behind them, and connecting folks with mentors on your team are all places where you can start.”
She added, “A big part of the reason we started Flockjay is we know that diverse candidates need support to be successful in tech in the long term. If you try to go at it alone, you will not be successful. I know from my own experience.”
Ebony, CEO at Salesforce Foundation and Chief Philanthropy Officer at Salesforce, said:
“We have to start programs and support organizations within our own companies that will give people the access to social capital, give them the skills, give them the networks and experiences. If you’re not able to do that within your company, companies like Flockjay that have programs where people can go and get those networks are so vitally important.”
At Flockjay, we have built support systems from within in a few different ways. Our students begin fostering a sense of community from day one. Our Alumni Network focuses on providing additional support to Tech Fellows going through the stressful and exciting hiring process.
We have established various Flockjay Identity Groups (FIGs) with internal leaders and students that serve as a place for different groups to connect. And, we check in our team (their whole selves).
6. Evaluate Diversity Data as You Would a NPS Score
Transparency around where you are now and where you’re going matters. Ebony said, “I wish there was a way to have a metric on bulk inclusion – like a Net Promoter Score, for example – that your team could rate you on anonymously so that we as executives in our companies could really assess who is doing well with this, not just for the team that looks the most diverse, but is also feeling included.”
A Net Promoter Score (NPS) is a tool that, “measures customer experience and predicts business growth. This proven metric transformed the business world and now provides the core measurement for customer experience management programs.”
It is a simple way to get a pulse on how your business is doing, which is why NPS is so widely accepted as a metric in our industry. We’re at a point where it’s time to start evaluating your diversity data in a similar, routined way. Normalize collecting, analyzing, and sharing your diversity data in a fully transparent way. Analyze your attrition/promotion rates.
“Did all of the ‘diverse’ people on your team leave after 6 months? Were you able to actually hire, retain, support, and promote diverse candidates? That would be something that’s interesting to know.”
Look for opportunities to improve DEI within your findings. Then, improve. Don’t shy away from the findings that reveal you have more work to do. Ebony said, “Companies always talk about where they’re succeeding, rarely do you hear companies be really transparent about where they failed. I think it’s important and it’s something we’ve started implementing in our reviews.”
When Ebony sends notes around to her executive leadership team, she says she includes a win in addition to some opportunities for improvement. She wants her team to share the lessons they’ve learned and evaluate the aha moments they’ve had. She said, “If we start opening ourselves up publicly around this, it’ll be okay for companies to struggle, but they can get ideas for how to move forward.”
“Companies need to know that, not only are your current and future employees going to demand it [diversity], but it also is going to show up in your customer base. Customers are going to be looking at you, at your leadership board, your executive leadership team, at your data and numbers around diversity, and they’re going to make a business decision whether they want to be working with you or not.”
8. Consider Top Level Sponsorship vs Mentorship
Mentorship is an incredible tool, but Frederik says that layering on mentors to help new sales hires tactically understand how to be successful in the role can only go so far. Enter: sponsors.
“Sales is this front door into an organization and it’s not just a pathway up a sales ladder. I think if we can really move toward getting more senior managers to be sponsors to those folks that are coming into the organization, that’ll help.”
Sponsorship extends beyond mentorship by acknowledging that entry-level sales hires are at the beginning of a journey, and being transparent with those people right away about all of the pathways they could go within the organization.
Sponsors are true advocates who want to make opportunities clear beyond being promoted from an SDR to an AE. They can do so much to provide a mirror for new hires that lets them see what opportunities around the corner look like.
Shaan said that “From my experience in running Flockjay, the most successful sales orgs are the ones where there is a high level of sponsorship for investing in support and the continuous reskilling and upskilling of your sales team.”
Partner with Flockjay to Start Building Diversity through Sales Roles
If you missed the panel in real-time, you can watch the recording on-demand here for more tips. This work matters. At Flockjay, we’re passionate about helping people from historically excluded backgrounds break into tech sales, where they can seize opportunities to grow professionally and personally. We’re also passionate about shaking up the tech industry, for the better.
As Frederik put it, “Diversity isn’t just about doing the right thing because it feels good, it’s about building organizations that can perform and operate more effectively.”
Please share your thoughts and experiences in the comments, and email firstname.lastname@example.org if your sales team is growing and you would like to connect with elite SDRs.
Partner with Flockjay to Diversify & Strengthen Your Team
Flockjay reps already love to sell. They are trained by the best, onboard faster, perform better, and stay longer. Interested in diversifying your sales team with pre-trained talent?
The last six months have been humbling as a sales manager. Overnight, I transitioned from being a 100% IRL manager to being 100% remote. Initially, I was overly confident, thinking how hard can this really be!? Got this in the bag. 🏆 But I quickly realized that managing a team of remote salespeople presented some unique challenges.
Managing sales teams remotely is different than managing any other team for a few reasons:
- Sales reps hold extra stress from carrying quota (especially in a volatile market)
- Sales reps no longer have the opportunity for real-time social learning
- Sales reps miss the motivation of friendly competition
As a sales professional in this new remote world, I realized that I needed to invest in learning how to manage a diverse, measured, social team if I wanted to maintain a high performing team.
These are some of the lessons I’ve learned along the way. If we make it a point to do a better job of understanding and supporting each other within a remote framework, our teams have the freedom to get better, grow stronger, and thrive onward. Not to mention, reduce attrition and decrease ramp time, which helps us hit our numbers.
On Black Women’s Equal Pay Day, Flockjay CEO Shaan Hatharamani and Senior Sales Trainer Teila Evans sat down for a riveting fireside chat with two powerhouses who shared crucial insights on the power of inclusive leadership and teaming up if you want to be successful.
Our speakers Bonita Stewart, VP of Partnerships at Google, and Jacqueline Adams, who launched a second career as a communications strategist after more than two decades as an Emmy Award-winning CBS News correspondent, joined forces to co-author the upcoming book, ‘A Blessing: Women of Color Teaming up to Lead, Empower, and Thrive.‘
As part of this, they surveyed 4,005 American women, so-called ‘desk workers’, across four races (Black, LatinX, Asian, white) and four generations (GenZ, Millennials, GenX, Boomers).
In this post we’ll recap some of our top takeaways, but be sure to watch the full recording on-demand to reap maximum benefits from this energetic and inspiring conversation. Thank you to our panel for sharing their wisdom and to our attendees for their participation and feedback.
“This is one of the most honest curated conversations about being BIPOC in the workplace that I’ve seen. ” -Ashley Taylor
“This panel was extremely empowering, inspiring and engaging. Overall it reinforced the power of exceptional leadership.” -Karen Chong
About “A Blessing: Teaming Up to Lead, Empower and Thrive”
Fun fact: A group of unicorns is called “a blessing.” At the start of the chat, Jackie shared an explanation for how the authors came to this title and what this project means to them.
“In our careers, Bonita and I have often been the only person – the only woman – of color in a room. We have been firsts. Bonita was the first African American female vice president at Google. I was the first African American female correspondent whom CBS News assigned full time to the White House,” Jackie said. “Given that we were firsts, we have often been considered ‘Unicorns’ — rare and valuable beings.”
Bonita said their book is for everyone, but “particularly leaders who are interested in activating the competitive advantage that will come from winning the race for talent” in addition to, “the leaders of the future, younger people, who want to be prepared to meet the opportunities that are here today and in the future.”
Hearing our speakers share personal stories about their experiences as women of color in the workplace was incredibly powerful for both leaders who are hiring their first (hopefully not only) BIPOC employees and diverse job seekers who may find themselves in a similar “only” situation.
Understanding Generational Diversity, Inclusive Leadership, and Winning
During the conversation, Bonita and Jackie, fellow Harvard Business School alumni, shared three central themes discussed in their book: Generational Diversity, Inclusive Leadership, and Winning.
What is important for business leaders to understand about Generational Diversity is that the demographics in America are changing. Some noteworthy data Bonita mentioned:
- “By 2027, people of color ages 18-29 (GenZ and Millennials), will be in the majority according to the Census. This will be a critical tipping point and begins to shape the future of the US and global economies.”
- “From our research, we found these GenZ and Millennial workers are mission-driven, innovative, confident, and demanding workplaces that provide the support they need to thrive. Yet in many cases, they are the ‘only.’”
- “47% of Black women told us that they are frequently or always the only person of their race in professional situations. 73% of white women, by contrast, are RARELY the only person of their race in such a setting.”
Leadership Takeaway | It’s important to be aware of and avoid tokenism, especially as growing companies ramp up diversity hiring initiatives. Bonita said, “To attract, and more importantly to retain workers of color, business leaders need to approach talent with a desire to hire in multiples vs hiring for ‘tokenism’ or the classic – I’m one and done.”
Check out this article to learn more about how “Tokenism can hurt individual performance and the business overall according to an analysis of 80 studies over the past 25 years.”
Tokenism occurs when you implement diversity without inclusion, so what’s important for business leaders to understand about Inclusive Leadership is that you must actively create an environment of belonging, hire inclusive leaders, and continuously foster allyship. Jackie said:
- “While we surveyed all generations, it was eye-opening to see that across the board within GenZ – 92% of Black women, 93% LatinX, 96% Asian, 95% white – said that they feel that guidance from managers and supervisors will be helpful to their making progress at work.”
Leadership Takeaway | Managers reading this – embrace these folks with guidance, support, and provide opportunities that will help them foster community and succeed. Bonita shared a quote from Nelson Mandela, an inclusive leader she admires:
“It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the frontline when there is danger. Then people will appreciate your leadership.”
Here’s a win: Did you know that more Black women are earning college degrees than any other slice of the US population? How about the fact that women of color control more than $1 Trillion in consumer purchasing power? The buying power of Latinx and Asian Americans is also on the rise.
Women and BIPOC are winning across a wide spectrum of fields, but we are a long way from closing systemic gaps. Jackie said, “We have a hunger for entrepreneurship,” citing that:
- Women-owned businesses grew by 58% from 2007 to 2018, while firms owned by Black women grew by 164%
Not only that, Jackie said, “Black women had this explosive growth in entrepreneurship despite receiving zero dollars in venture capital, on average, according to McKinsey research. Historically, in the Black community, we are used to ‘making a way out of no way.’”
Leadership Takeaway | Invest, hire, nurture, and welcome women of color into your workplace, or you’re missing out on serious talent and opportunities to strengthen your business. Jackie lives by the following words from Toni Morrison, and Flockjay agrees.
“When you get those jobs that you have been so brilliantly trained for, just remember your real job is to free somebody else, as you have become free. If you have some power, then your job is to empower somebody else. This is not just a grab bag candy game.’”
Look for Inclusive Leadership Traits, Character Traits, and Superpowers
Bonita and Jackie read through piles of significant research in preparation for writing their book and found six signature traits (as researched by Deloitte) that best encapsulate an actionable way forward for leaders.
According to Bonita, “We are all at different levels of our leadership journey, however, this next phase of leadership will be a talent differentiator for every brand, every company, and every board. The complexity of leadership will move to understanding IQ + EQ (emotional intelligence) + CQ (cultural intelligence).”
Are You An Inclusive Leader with These Character Traits?
Make yourself an inclusive leadership traits checklist and evaluate yourself or the person you’re considering hiring for the following traits: Commitment, Courage, Cognizance of Bias, Curiosity, Cultural Intelligence, and Collaborative.
You should also consider character education traits when assessing talent pools rather than being hyper-focused on skill sets, as you could be excluding a large number of candidates who have the traits to excel and can be taught the skills.
Jackie said, “We address this subject in our first chapter, which we call ‘Our Natural Grit.’ We cite non-cognitive skills and character education, the work of U. Penn Professor Angela Duckworth, author of the book “Grit: The Power of Passion and Perseverance.” Hear from Angela on TED Talks Education.
There are 23 major characteristics, but the top are: Zest, Grit, Perseverance, Curiosity, Optimism, Gratitude, Social Intelligence, and Self-control.
There are countless ways that people come to harness these traits, and it can be challenging. Watch the full recording for deeper insights on the meaning behind each of these traits.
What Are Your Superpowers?
A special moment was when Jackie shared that, “My first memory is of my father saying: ‘When you’re Black in America, you have to be superior just to be equal.’ That recognition fueled my quest for excellence, in education and in every sphere I entered. I considered this feeling of superiority – even if I’m the only person who sees it – as a Superpower!”
Jackie said the truth is that we ALL have Superpowers, so she encourages you to ask yourself what yours are and own them, “Be proud of those Superpowers! They are very, very real.”
Parting Advice for Hiring Managers Focusing on Diversity and Inclusion
When Shaan asked Bonita what other traits or insights hiring managers should take away from this, she said:
“We just need hiring managers to take off their blinders, to look beyond the Ivy League and traditional sources of talent, to be humble and courageous and stop looking for people just like themselves to find these superheroes!”
She added that hiring managers should know that talent is the new frontier. Those who look widely for people, like those who hire diverse Flockjay graduates, are going to be the winners!
We’ll close with a personal story Bonita shared that really stuck with us. She said:
“My paternal grandfather was a very wise man…and almost 100 years ago, he wrote that ‘the future progress of the race depends on education and unity.’ We are, indeed, making tremendous strides in education. Next up–Unity. For me, for us, that means Teaming Up. No one should go on this journey alone. There is an African proverb: ‘If you want to go fast, go alone. If you want to go far, go together.’ Let’s go together and Team Up!”
You can visit leadempowerthrive.com to learn more about their book and pre-order your copy that is set to be released on October 15, 2020, listen to the full fireside chat here, and email email@example.com if you’re interested in hiring diverse pre-trained tech sales talent.
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Today, John is the Chairman of the Board of Microsoft following Bill Gates’ departure, and is an active startup investor and advisor. Our CEO, Shaan Hatharamani, and Senior Sales Trainer, Teila Evans, hosted this fireside chat, joining John for an incredibly relevant discussion.
Many leaders are navigating uncharted territory in these times of economic and social unrest, but they’re not alone in facing these new experiences. As John put it, “This is the most unusual business environment I’ve seen in all the years I’ve been on the planet, much less been in business.”